Network of Organizational Identities in the Formation of a Cultural Joint Venture: A Case Study of the Helsinki Music Centre

Tanja Johansson*, Annukka Jyrämä

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This study examines the construction of organizational identity during the process of setting up a new cultural joint venture, the Helsinki Music Centre. Opened in September 2011, this centre houses two symphony orchestras, a music academy and a for-profit service organization. The authors investigate networked organ, izational identities and their role in creating expectations before the launch of a new joint venture. The literature examines mainly organizational identities after a joint venture has been launched. The study concludes that even though the "actors" have similar visions and fears regarding the music centre, they value their distinctive identities, which derive from their allied institutions. The authors argue that acknowledgement of the influence of network organizational identities on tensions and expectations during the formation of a new joint venture is vital for the future cooperation of cultural actors.

Original languageEnglish
Pages (from-to)67-78
Number of pages12
JournalINTERNATIONAL JOURNAL OF ARTS MANAGEMENT
Volume18
Issue number3
Publication statusPublished - 2016
MoE publication typeA1 Journal article-refereed

Keywords

  • Organizational identity
  • joint venture
  • cooperation
  • music centre
  • symphony orchestra
  • LOOSELY-COUPLED SYSTEMS
  • ALLIANCES
  • MATTERS

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